Kenny: Once we’ve given a brief background on ourselves today, we’re going to be covering why we think it’s important to be magnetic as a consultant. We’re both going to give an example of what we think the one thing is that makes a consultant magnetic.
Then we’re going to cover an important question that has come from one of our clients this week and it’s a really important one this week. So I think you will really like that.
Then we’re going to go through what has inspired us this week. Then we’re going to cover the one final tip that we think you should take away if you are looking to be a magnetic consultant in your consulting business.
So I think we best start by introducing ourselves. If you want to go first Andrew, that would be great.
Andrew: Yeah, thanks Kenny. So my background – one reason that we’re doing this podcast together by the way for everyone’s benefit is that we both come from very different backgrounds from each other.
So we really bring a very different flavour and approach to how we go about attracting clients. My background is very much in high tech. I went to MIT. I got bachelor’s and master’s degrees in electrical engineering and computer science and then I went out to Silicon Valley for 12 years.
I spent my first eight years in a semiconductor company doing engineering work, first as a designer and then as an engineering manager.
Eventually I got tired of it. Eventually I felt like I want to get out from behind the cubicle. I want to see more of the business and so within the same company, I made the shift over to marketing, which was just a completely different world. I’m so glad that I did that.
I actually got out to travel the world. I got to see many more aspects of the business and I came to start thinking of what I was doing as actually translation work. I was translating between engineering speak and what our customers needed to hear.
That’s a tough job. So I really enjoyed that but even as I did that for another six years and got fantastic corporate experience there, I just had this nagging feeling that I wanted to get out and do something on my own.
So after 14 years with that company which again was a really fantastic experience for me, I made the jump. I left and started my own web company here in Boston and just gave it a shot.
I thought I had a great background for it. In fact, what I was able to do was learn a ton about internet marketing, how to attract people to your website, how to drive them to your website, how to get them to engage and take the actions you want and become customers and join your community.
Now the particular start-up that I targeted unfortunately didn’t have a good, sustainable business model. So I had to put that aside. But my mentor at the time also from MIT said, “Andrew, look at all that you learned in doing the start-up for the last couple of years. Everything you learned about effective internet marketing, driving promotions, traffic, engagement online, getting new people to sign up. What if you took all that and applied it to other people’s businesses where they have a good business model but need to take things to the next level online?”
I thought that sounded like a fantastic idea. So that was how my company Prometheus Internet Marketing got started two years ago. That’s what I’ve been doing ever since.
Kenny: Yeah. You now help consultants, don’t you?
Andrew: Now I specialise actually in helping consultants. I really specialise in companies that sell high value services which is largely consultants. That’s a very different model and yet very different online marketing needs when that is your focus.
Kenny: Yeah, absolutely. You’ve still got some strong roots with MIT, haven’t you?
Andrew: I do, very good connections over there, lots of relationships. In fact, two years ago, they asked me to come over and help out their start-ups. So MIT has this fantastic program. It’s called the Venture Mentoring Service where hundreds of MIT alumni who have run their own successful small businesses or large businesses come back to MIT and volunteer their time to mentor start-up founders, whether they’re still students or whether they’re alumni.
They also bring in some outside professionals to help advice these start-up founders. So we’ve got some lawyers coming in for example and in that vein, they asked me to come in and help advice with online marketing because a lot of these companies needed to get a good online presence and build a good website, learn how to drive the right types of traffic to the website, learn how to get people to take the right steps.
So over the last couple of years, I’ve advised over 50 MIT start-ups for doing just that and help them to really ramp up their new businesses.
Kenny: Fantastic. I look forward to hearing loads more about your MIT adventures in later episodes. But I think we better talk about me now and how different is my background to yours.
Andrew: Kenny, but you hate talking about yourself.
Kenny: You will get to know me the more you listen to this podcast and you will understand that that last comment by Andrew there was pretty sarcastic.
Andrew: Kenny, please do tell us about your background and how you got into consulting.
Kenny: Yeah, I will do in a second. But you will also hear a lot of American and English jibing between us as well because we do rib each other a lot about that. But anyway, about me, I started off in a much different world to Andrew. I wasn’t very academic. What we have over here in the UK is a comprehensive school which basically means a pretty average bog standard school.
I went to that school and I remember when I was 16 or coming up to 16, I remember talking to my career adviser there and my career adviser said, “Listen Kenny, looking at your grades and stuff, I think you’re probably best doing something with your hands. How are you with woodwork and metalwork and stuff like that?”
I said, “Listen, I can barely fix a plug. I can barely put a light bulb in. So it’s not going to be for me.”
He said, “Right. OK then. You’re probably best working out one of the big British companies. Try and get a job with British Rail, British Gas or British Telecom,” because this was before they had all been actually privatised.
So I took his advice and I applied to them all and I got in at British Rail. I ended up getting this dead end job when I was 16 at British Rail. My job was to record all of the trains that came through Manchester Victoria station.
So I used to sit in a signal box with old men all day, noting down all of these trains that came through. So I was a glorified train spotter. Needless to say after a year of doing this, I was pretty down about it all.
So I then decided that I probably needed to get some qualifications. So I went back to college, what we call college – sixth form college when I was 17 and re-sat some of my exams and then did some more exams over the next year or two, and then finally got on the qualifications to actually apply to universities. I got accepted by Liverpool John Moores University.
So I moved away from Manchester, went over to Liverpool and lived in Liverpool. But I had to fund myself through university. So I decided to do this by setting up my first business which was as a market trader. So I bought some stock. I had a car I had saved up for – it cost me 600 pounds which is like $1000 and it was a Montego Estate, if anyone remembers those in the UK.
Unfortunately after running this business for a month or two, I actually rode the car off completely into the back of another car. It was a wet day and I actually lost the car and lost the business because of that, because I was only insured for third party only.
So kind of happy that I didn’t have to get up at 5:00 in the morning to go and work on a market stall anymore, but kind of sad that I didn’t have a business and I didn’t have the fund getting through it.
So I was reading a book at the time and in the book it said, “If you set up a business, you should do something that you love and do something where you know that there’s a need.”
Now at that time, I had a love for night clubs and I knew that there was a need for a Thursday night club for students in Liverpool. So I did the usual. I went around all the different clubs. I got turned away from pretty much every club until I came to this dirty old gay club on the other side of Liverpool, as far away from the students as you could get.
They said, “Go on then. We don’t do anything on a Thursday night. You can hire it.” It was a raving success. We did an actual straight night for students in a gay club on the far side and it worked out really, really well. I did that for five years and really enjoyed it. But then I decided I needed to get some corporate experience. All of this late night living and stuff like that wasn’t really doing well for my brain cells either.
So I then went and got a job in recruitment and that is the first time I became a consultant. So I was a recruitment consultant. I did that for three years and lived and learned all about the selling techniques and selling high value service solutions, $10,000, $100,000, that type of thing.
Then I decided I needed to set up my own business again. I had the entrepreneurial bug. So, I then set up another promotional agency. So you might notice the theme here. It’s always either marketing or sales.
I did that for a few years. I sold my stake in that to one of the partners there. Then I set up a call centre doing outbound and inbound telemarketing. We had staff of around about 250 people. I absolutely hated it because it was hassling people. It was outbound a lot of it.
At that point when we finished that business and we sold it – and that’s a completely other story. We got ripped off in the process. I decided I wanted to learn more about how I could get clients to come to me and customers to come to me. That’s when I started studying internet marketing and in particular inbound marketing.
I really became pretty good at this and good enough to then start coaching others and in 2009, I set up my coaching business where I coach and still do now, I coach consultants and other coaches as well. I’ve also got a consultancy to my business as well which brings me up to why we’re here today and why me and you got together, because we’re both absolutely obsessed with inbound marketing and magnetic marketing.
That is why we named the show the Magnetic Consultant. So can you just tell me Andrew – unless you’ve got any questions about that, can you just tell me why you believe being magnetic and being a magnetic consultant is so important?
Andrew: Well, I think a lot of people really resonate with this. The whole idea of the magnetic consultant being irresistibly attractive is to present yourself in such a way that your ideal clients come to you. Who doesn’t want that, right?
But it’s a challenge and it’s not the way things are often done. For me personally, I just always loathe the idea of cold calling. For a long time, I had a major public speaking fear. It was difficult for me to talk on phones. I worked very hard to get over all that.
Kenny: You were an engineering geek.
Andrew: I was a complete engineering geek for a long time. I was very happy with that. Just let me sit at my computer and don’t talk to me. I had actually – get myself over that by starting a toastmaster’s club out of that company.
Maybe a story for another time but that really helped me get comfortable and has enabled the switch to marketing and everything else that I’ve been doing.
But even with that, I love speaking in front of crowds now. I absolutely love it. But even with that, the idea of cold calling or cold emailing I still hate because you’re interrupting someone. They’re not thinking about you. They’re not hoping to hear from you. They don’t know anything about you and here you appear out of the blue trying to get their attention when they have a thousand other things they have to do today.
That just doesn’t feel good to me. It’s also a very low probability approach. So I really wanted from the beginning to develop ways for my business and for the clients I work with, for all of our ideal clients to want – to find us and to want to come to us. That really makes all the difference in the world.
To me that’s what it means to be a magnetic consultant, to irresistibly attract your ideal clients instead of constantly going out there, pounding the pavement, working the phones, trying to force something to happen.
Kenny: Yeah, absolutely. You know what, I was kind of bit of ribbing there where I called you a geek and stuff, but it’s not just people who come from a background of engineering that feel uncomfortable with cold calling.
I speak to consultants all the time. It’s pretty much 99 percent of people out there just don’t like doing it anymore. It’s kind of old school now, that hunting mentality. It just has no cultivation or nurturing about it and the reason I really love the idea of setting up this podcast with you Andrew is because I read an article. According to the New York Times, we get hit with around about 5000 sales or marketing messages every single day if you live in a Western culture, Western society, and you live close to a town or city. Five thousand sales or marketing messages. So there’s just so much noise out there and that is not about to stop anytime soon.
So it’s really, really important that you learn at some level to be magnetic rather than the opposite, rather than repulsive. The majority of consultants out there, the way they’re going about trying to win new businesses, win new clients is in a repellent way. It’s a push mentality and we’re talking about pull marketing here. We’re talking about magnetic marketing.
Andrew: In fact I would say Kenny that’s not even really an option anymore. You have to go into magnetic pull marketing. Because of all the noise you talked about, we’ve gotten so good at tuning it out. Now we know we can go to the internet to find what we want. We don’t have to wait for people to call us and hope that that’s just what we need today. That’s silly.
In fact I saw a statistic not too long ago published by Forbes saying that back in 2003, you had to make an average of three phone calls before speaking with the decision maker at a business. Ten years later in 2013, you have to make an average of eight phone calls to speak with a decision maker. The trend is awful because we don’t want to be interrupted.
Kenny: Absolutely. The thing is right now, with just – it’s a fight for attention out there. People are time-poor at the moment, yet information overloaded right now. Five thousand sales or marketing messages every day and that sales and marketing messages, there are lots of other messages hitting people. So it’s a fight for attention out there right now and that’s why you need to be magnetic.
So what’s the number one thing you think makes a magnetic consultant, makes a consultant have that magnetic energy?
Andrew: Well, it’s a great question and it’s actually a pretty easy one to answer, because it’s a problem that every single client I work with has and it’s the very first thing we have to move them past.
That problem is being too much of a generalist, offering general services to general markets with vague advertising and if you just think about it for a minute, the problem with that is obvious because no one searches for a general problem.
When you go online to Google, you search for your specific problem, your specific pain, your specific need and you will get back dozens, hundreds, thousands of results, many of which focus on your specific problem and need.
So if your business website isn’t doing that, if it’s being too general trying to cast too wide of a net, then you’re just not going to get attention.
But I understand why this is such a natural inclination in business owners especially if you’re starting out. You think, you know, I’ve got to cast a wide net. I can’t afford to rule out possible business. I need to see what comes in and I will build from there.
But that makes it so difficult because again people look for specific solutions, specific problems. If you’re not providing a specific answer, a specialised answer, you’re not going to get attention.
Kenny: Absolutely. It takes me back to last week actually. I was talking to my father-in-law because he just had this fall and he’s 60 odd years of age now and he had this fall. It really hurt his shoulder. I said, “Are you going to the GP about that, your general practitioner about that?”
He’s like, “No chance. I will have to get referred by him but I’m going to go and see a specialist.”
So that’s the word, isn’t it? Specialist, being different and being focused on your craft and I just thought that was a really – it was an eye-opener for me because that’s my father-in-law saying, “No, I want to bypass the generalist and go straight to the specialist.”
Andrew: That’s a perfect example. That’s where the world is going, towards more specialisation and it’s easier and easier all the time to find specialists for anything that you’re looking for.
The other piece of that which consultants, anybody running a business, always needs to keep in mind is that when you’re a specialist, you get to command higher fees. The GP, the general practitioner doctor, he makes good money, right? But the shoulder specialist, the heart surgeon, the brain surgeon, those guys make serious dollars because they’re specialists.
People seek them out for their specialty. And you know what? When they seek them out, they don’t haggle over price.
Andrew: They don’t say, “I really need bypass surgery,” or “I really need this tumour moved from my brain. But can we come down on price maybe 20 percent or so?”
That just doesn’t happen because you know you need what they have. You want it and you’re going to pay for it. That’s a position that we all want to try to get ourselves into.
Kenny: Yeah. They’re in a position of authority and talking about positioning and authority, I think that’s my number one thing that makes a consultant magnetic. It ties in so well with that hyper focus, that specialism as well.
Once you have focused, once you have got to the point where you can really describe what you do in a succinct way and – I think you – when we were chatting the other day on the phone on the mastermind call, you mentioned something. Do you want to just go over what you mentioned about being succinct and getting it in a certain amount of words? Was it 25 words you said?
Andrew: Yeah, it’s a test that I like to really help you quickly determine if your business is sufficiently focused.
Andrew: It’s just a simple question. Can you explain in 25 words or less these four things? What your business offers, how it’s special, who it’s for, and how they benefit.
Those four things are what everyone is going to want to know the first time they get in touch with you, the first time they see your website. What do you offer? How is it special? Who is it for? How do we benefit?
If you can do that in 25 words or less, then you’ve achieved a good level of focus for your business. If you can’t, I’m going to challenge you to go figure out how to do it.
You don’t need to use those exact sentences anywhere in your marketing. But the point is to get clear and see that you do have a great focus on answering these highly important questions.
Just to give you a quick example, for me, my explanation in 25 words or less is that I help business owners, consultants and professionals get great new clients online even in highly competitive markets.
That answers all those questions. What do you offer? How is it special? Who is it for? How do they benefit?
So I challenge everyone listening to this to try to do that for your business and really see, “Are you focused enough?”
Kenny: Yeah, absolutely. Once you’ve got that focus and the best way for me, the best way to find that focus and which moves us nicely into positioning, is to go and really deeply understand your audience. Understand your market, your prospects and your clients a lot better.
Look at your best clients and really understand them. Question them when you’re on the phone with them. Find out a lot more and a lot deeper about their needs. What are their needs? What are their massive, massive pains?
If you can position yourself and pre-frame everything that you – and what I mean by pre-frame is when we frame something, when we set the scene whether that’s on a website, whether that’s before a call, whether that’s on a video, whether that’s on a webinar, we get the chance to actually pre-frame, preset the scene.
So before we actually have a phone call with our prospective clients, we can actually set the scene for them. So we can actually pre-frame. We can let them know who they’re dealing with.
A great way of doing that is by positioning yourself and positioning yourself as someone, as an authority, as a specialist who specialises purely in helping them solve their problem and specialising and exactly curing the pain, providing the solution for their pain.
So for me, positioning your authority, instead of doing the scattergun approach which we mentioned before – which is the opposite of being focused – being super focused on your audience, on your audience’s pain, and then positioning yourself as the knight in shining armour for that pain and being an authority in that area and having some level of proof in that area, that is how you really will become magnetic as a consultant. Does that make sense Andrew? I’m talking on a level that you understand, that everyone else will understand as well.
Andrew: I think you explained that well and maybe you can say what that does for you in terms of your sales funnel. The way people first encounter you and the mindset they have when you actually finally speak to them, when you’ve successfully done this pre-framing.
Kenny: Yeah, absolutely. So I will give you an example of how I do it in attracting consultants and to my coaching programs for example.
So I will give you an example of one of my funnels. So one way I might do it is have a download that people can download, maybe a free report where they can learn more about me and learn a lot more about my authority in my marketplace.
Now in that report, I might kind of drop hints there that I’ve worked with high level people around the globe. I’ve spoken at conferences around the globe, WordPressDirect, James Schramko’s conferences, Ed Dale’s conferences, that type of thing.
So really kind of start building up that positioning. Then what I will do is I will probably drop in some proof, so that might be a case study. It might be a testimonial or something like that, but I will do it in a very subtle way as well, so prove that I can help people.
Then I will really prove that I can help them by giving them some fantastic content and I might do that on a free report or I might do it on a webinar for example or I might do it in a video. But what that then does is when they come to speak with me, because I will maybe offer them a free consultation at the end of that or free strategy session or business acceleration session, then what that does is it lets them know who they’re dealing with.
So when they come on to the call – and I must say actually before I actually speak to them, I have people fill out an application. So again, I’m showing my authority. Before people can speak with me, they must apply to speak with me.
Then by the time they get on the call, they know kind of who the authority is at that point. It changes the dynamics of the call Andrew. I know you do this as well. So instead of me cold calling them and them being the buyer and me being the seller, I kind of turn it around on its head so that they’re kind of selling themselves to me and I’m the actual buyer, which changes the dynamics a lot.
We will go a lot more into that in later episodes. Does that make sense?
Andrew: That’s exactly the position you want to get yourself into.
Andrew: And yes, we will – you touched on so many different important topics there. We’re going to have to spend more podcasts to go into those and give them the justice they deserve. But let me just ask. Surveying that whole landscape and with all the folks you’ve worked with, all the consultants you’ve worked with over the years, what would you say is the biggest mistake that you see people making in their positioning?
Kenny: I think it’s exactly what you said before. It’s the scattergun approach. It’s just telling them – just going out there and saying, “Hey! I’m really good. Look at me!” and most people do that on their websites or they just talk about themselves.
There are three ways you can tell people that you’re really good. One is you can wave your arms around and say, “Look, I’m really, really good,” and 99 percent of consultants are doing that out there and they’re not getting heard in all of this noise out there, this 5000 sales or marketing messages every day.
The second way is you can get other people to tell them how good you are. So you can do that via case studies or testimonials. Video testimonials are the best. The next way is actually you can show them how good you are by actually teaching them something, giving them something that they can use immediately in their business to get some level or transformation.
Andrew: Yeah. What you’re getting at all feeds into the idea of conveying trust and credibility. This is going to be one of our topics actually in our next podcast, all of which you can find by the way at MagneticConsultant.com. So we will come back to that in much more detail.
So Kenny, let me ask you now, because we have set up several pieces of this podcast. To wrap up here, we want to talk about some questions from clients that pertain to today’s topic. Our Inspiration of the Week, a very impactful tip of the week and then we will wrap it up.
So Kenny, let me ask you, what was the question that you got this week from a client that pertains to this topic of magnetic consulting and what’s your answer?
Kenny: Yes. So before I will actually answer that, I will just go back to those three points there. I just want to point out that the first one where you’re waving your hands is the weakest point by the way. Then it gets more powerful as you go along that.
Now the question I got this week from one of my clients was exactly how to structure a call to action email. So by that, I mean an email that they are sending out to their list of prospects or clients. So it’s an email going out to multiple people, a broadcast email, how to structure it in a way to get people to take action, whether that’s clicking on a link or replying to the email.
So I set this kind of certain points and I got this from Taki Moore actually who’s a really good internet marketing specialist for coaches out there. He said, “What you should do is look at the problem first of all. What’s their big problem and what’s the email about that’s going to provide a solution to that problem?”
So set the scene for that problem. Then amplify the importance of solving that problem. So why is it important to them right now? Then offer, show them your offer that reveals – tell them what’s going to happen next, what’s going to be revealed to them.
So you might say something along the lines of, “That’s why next Thursday, I’m running a webinar that will show you exactly how to do X, Y and Z, which is going to relieve this pain.”
Then underneath that, you may want to bullet the benefits that they are going to get by attending that webinar, so the benefits they’re going to achieve by going there. Then tell them exactly what to do next.
The next step is, “What do they need to do next?” Do they need to reply to this email? Do they need to click on the link? That’s the call to action. Tell them exactly what they need to do next. Does that make sense?
Andrew: That is a fantastic flow and let me caution everyone to not omit any piece of that because what I see all too often, most commonly, is people omit the very first piece. They fail to talk about the problem.
I will get an email that says something like, “Dear Andrew, we offer services for X, Y and Z. Please contact us for blah, blah, blah.” I will get hundreds of those in a week. My response is always, “Well, why? What is that going to do for me? What problem do I have that you’re trying to address? You haven’t told me.”
You can’t assume that it’s going to be obvious. If you start with describing the problem, then if the reader is having that problem, that’s how you connect.
Andrew: You connect their problem. You connect to their pain and then they’re going to care about everything else you have to say. Isn’t that right?
Kenny: Absolutely. Then you can build it up. Build the tension in the email by amplifying the importance of why it is so important that they deal with this right now and obviously reveal what they’re going to get from that and then give them the call to action at the end.
Andrew: By the way, doing all this, agitating the pain as they say, this isn’t some sneaky, underhanded marketing trick. You’re doing them a favour because if this really is them, this really is a situation that they’re in, you’re helping them to understand exactly how painful it is and why they need to do something about it.
If they’re not experiencing that pain, then fine, it won’t connect. But for the folks it does connect with, it’s much more powerful and you’re doing them a favour.
Kenny: Absolutely. You see a lot of transformation from people when they actually face reality and face up to what really is going on out there, because too many people bury their head in the sand and procrastinate. By really amplifying this pain, you’re going to really connect with them. Then they’re going to take action. They’re going to get some transformation. That’s what this is all about, helping other people.
Andrew: That’s a great metaphor. With this call to action email you’re talking about, your goal, your job is to get your ideal prospects here to take their heads out of the sand, to face up to what their challenges are and take action with you. So that’s a fantastic outline for how to do that.
Kenny: Yeah. So what are we on to now? Well, we’re on to Inspiration of the Week. It’s my turn this week, isn’t it? You’re going to do next.
Andrew: It is.
Kenny: So what I was really inspired by this week Andrew for me was – and you’re connected with this as well, was when I was in France this week, I was in the French Alps on vacation, and quite a few different people challenged me to the ice bucket challenge.
Now you might be listening to this podcast later on in winter sometime because they’re evergreen podcasts. You might not be able to relate to it but right now, it’s just the end of summer and it’s a big thing, the ice bucket challenge. It’s not the ice bucket challenge per se.
Andrew: Specifically Kenny it’s the ALS ice bucket challenge.
Kenny: Yes, the ALS ice bucket challenge.
Andrew: Or Lou Gehrig’s disease, yeah.
Kenny: Correct, thank you. Thank you very much Andrew. It’s not exactly –
Andrew: Don’t worry. I will keep correcting you as often as I need to.
Kenny: Yeah. Well, we’ve corrected you for long enough time being British. I will make sure your language is correct most of the time if that’s OK with you.
Andrew: Fair is fair.
Kenny: So yeah, it’s not the actual ice bucket challenge per se. It’s just that one idea. One idea Andrew can spread like wildfire, like that did. Also what inspired me is just what a global village we have.
The fact that I was challenging you from France – I’m British. From France, I’m challenging someone in Boston, an American, to this challenge. You got it instantly and you responded in a way I didn’t expect to respond. But I really understood the response. But first, I want you to read out your actual response because I want –
Andrew: What I posted on Facebook?
Kenny: Yeah. I want other British people out there to back me up on this.
Andrew: Kenny, I don’t need to alienate our British audience in the first podcast here.
Kenny: Tell them. Tell them what you wrote Andrew Percey. Dig it out.
Andrew: All right. So my Facebook response was, “I got called out for the ALS ice bucket challenge by a buddy from across the pond. But of course if Americans took orders from the Brits, we would still be chanting God Save the Queen over afternoon tea and crumpets.”
Kenny: What’s wrong with that?
Andrew: Well, for one thing, I have no idea what crumpets are.
Kenny: Well, when you come over, I will treat you to some and yes, we still do parade around in red suits as well.
Andrew: Of course.
Kenny: But you had a good point and a really kind of – some people might have seen it as contentious but I really understood it. You had a really good point of why you weren’t doing it.
Andrew: Well, yes. I thought a lot about whether I wanted to do this and really how I can make this most meaningful for me. Well, I certainly love what this has done and it has increased ALS contribution, something like 100X over what it normally is for this time of year. So that has been a huge windfall for ALS charities.
But unfortunately, that money doesn’t come out of thin air and it means a lot of other charities have not gotten the same contributions that they have in the past.
Andrew: And they depend on monthly contributions to keep everything going. So I decided to take this motivation that you provided and make a contribution to Parkinson’s research and the reason I chose that was because my father suffered from that.
When he passed away two years ago, I just realised thinking about it I hadn’t made any additional contributions since then. So this was a really good motivation for me, inspiration for me, to go ahead and contribute to Parkinson’s research again.
So I do thank you for that Kenny and the way I did it, I don’t have to feel like I’m taking orders from the red coats.
Kenny: Don’t worry. When I see you, when I come over, I will just chuck a bucket of cold water over you and it will be winter at that point.
Andrew: Winter in Boston. OK, and that will be our last podcast.
Kenny: Right. Moving on to the final part of this week, what’s your tip of the week Andrew for consultants who want to become more magnetic?
Andrew: So my tip – I focus on everything online, website development, attracting leads, SEO, pay per click, all that. But my tip this week is to do something very quick and impactful offline and that is to take one of your great clients’ results. You like working in their business. You brought them great results for their business.
Write up a brief case study for them if you haven’t already and then take that to other business owners in the same industry, obviously who are not competing with your current client. But take the case study to them so you can show them specifically the concrete results you delivered to someone just like them in their business.
That, just that one step, can make you so irresistible because I can almost guarantee you no one else has done that. When you show that level of focus and results orientation for their specific market, how could they possible turn you down? It’s a very powerful approach.
Kenny: Absolutely. That moves you – like we said before, it brings in that proof again, the all-important proof which builds your authority, which builds your positioning, which hyper-focuses you, which specialises you, which allows you to increase your fees.
Andrew: That’s right. It all ties in together and in fact, it ties into our topic for next week’s show which is, “Why is it absolutely critical for a consultant to build trust with a prospect and how do you do it?” There are so many ways to do it. We’re going to go into that next week for you.
Kenny: I’m looking forward to that. It has been a pleasure doing this first podcast. We may have been a little bit kind of disjointed at points and we may not have found our complete and true flow yet, but we will get there. I really enjoyed it Andrew.
Andrew: Well, Kenny, we are speaking different languages after all.
Kenny: We are definitely speaking different languages. I’m going to have something next week. You got me this week with the British-American thing. If you want to help me out here, any Brits, you want to help me out ribbing Andrew, then please, please do.
But with that, I think we will wrap up there with our first show. I’m really happy with this first show and this is Kenny Goodman.
Andrew: And this is Andrew Percey.